Are you guilty of well-being washing? 5 signs — plus ways to fix it

We talk so much about well-being in the workplace, you’d think everyone would be well enough.

But talk is cheap, and many organizations are more guilty of well-being washing than support.

Well-being washing — when companies and their leaders champion mental and physical health but fail to implement genuine support for its people — is a growing concern.

“It’s been referred to as the ‘greenwashing of mental health’ where companies are falsely supportive of mental health rather than environmental initiatives,” says Nancy Alsaberi, Head of People at Business Name Generator. “The term has gained traction in the last few months, as employees are becoming more aware of the phenomenon in their workplaces.”

Employees see well-being washing

In fact, almost 40% of employees believe their company is well-being washing, according to a Claro Wellbeing report.

“In many cases, well-being washing is not intentional and businesses may not even be aware they are doing it,” says Stacey Lowman, Head of Employee Wellbeing at Claro Wellbeing. “But what’s clear from our research is that it’s having a damaging impact on both employees and organizations.”

So, there’s the thing: Your company and its leaders may not even know you’re guilty of well-being washing.

To remain a well-being advocate, here are five signs of well-being washing and what you can do to counteract them:

1. Celebration, then silence

More than 70% of workplaces celebrate mental health awareness days, weeks or months. But just 35% of employees say their organization’s mental health support is good or outstanding, the Claro study found.

Employers recognize important events around mental health and well-being, but they don’t do much year round and beyond the obligatory celebrations. And that can be even more harmful to employee well-being.

“{Companies} get swept up in well-being washing for a variety of reasons, and firstly, it’s a way of appearing socially responsible and caring of employees without senior leaders needing to take the time and resources to understand the needs of employees or change the culture at work,” says Lowman.

Fix it: Repetition helps. Promote days, weeks and months devoted to mental well-being. And then create a plan to continue to champion well-being throughout the year with a weekly campaign that includes reminders on how employees can take care of themselves and where they can tap resources for more help.

2. Not doing as you say

Here are examples that nearly every company has experienced:

• The CEO — or another person at the top of chain of command — has a child and fails to take the maternity or paternity leave the company offers and promotes.
• The CFO has a bad cold or flu and shows up in the office or for online meetings, all the while sneezing, coughing and generally scaring others away.
• The CHRO struggles to sleep, manage work responsibilities, and handle adult and child caregiving responsibilities — yet, puts on a fake smile and doesn’t ask for help the company can provide.

Leaders who don’t practice what they preach and implement set a bad example for employee well-being.

“Poor well-being can be influenced by different factors, but typically stems from the demands of the job and organization, leadership behavior and a disconnect between leaders and employees,” says Lowman.

Fix it: It’s critical to normalize conversations around mental well-being. When people — especially those in leadership roles — have the space, time and comfort to talk about their struggles, they will more easily pursue the resources they might need to help.

3. Thinking flexibility is the answer

Many employees request flexible work arrangements to help with work/life balance. Many companies provide it, hoping to retain good employees and help with employee well-being.

But, Gallup research recently found flexibility — particularly hybrid or remote work environments — aren’t the best thing for well-being. In the study, people working remotely or hybrid said they were more stressed and angry than people working on-site full-time.

But flexibility can still help some people maintain their mental and physical health. So you don’t want to write it off completely.

Fix it: Lean toward autonomy — situations where employees can have more control over their time, work and expectations.

4. Not linking financial & mental well-being

Financial pressures are almost always interlinked with well-being struggles, the Claro researchers found. Stress over finances affects mental and physical well-being, productivity and engagement at work.

Yet, just 27% of companies offer some form of financial well-being support.

Here’s the good news: About 70% of employees want — and would accept — more support with their personal finances from the company.

Fix it: Offer financial well-being programs and resources. The Claro study found employees are most likely to use: financial coaching (32%), wage advances (30%), a financial support helpline (27%), financial education and reading materials (25%), and group sessions (25%).

5. Missing the differences

There’s a disparity in who feels they can take time to care for their well-being and those who feel they can’t. And that causes more tension in workplaces, further interfering with mental well-being.

About 90% of leaders say they can take time for their well-being. Just 75% of managers and 66% of non-managers feel the same, according to a study from Gympass. 

“Company leaders and managers: If you feel good about your well-being, you can not assume that the rest of your team does, too,” says Cesar Carvalho, Co-founder and CEO of Gympass. “Leaders must ensure that employees, especially non-managers and those early in their careers, have the same time, resources and flexibility to take care of themselves.”

Fix it: Ask managers to make well-being a part of their regular check-ins with direct reports. Recognize some employees might not be comfortable discussing it. So it’s important for managers to have resources handy to give employees on the help that’s available and how they can access the support.

“Companies that genuinely prioritize mental health create a workplace where employees can thrive, which, in turn, contributes to improved productivity and reduced costs,” says Lowman.